Dr. Deming: The American Who Taught the Japanese About Quality

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Simon and Schuster, Sep 15, 1991 - Business & Economics - 289 pages
Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.
Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations:
Standard Company
* Quality is expensive
* Defects are caused by workers
* Buy at lowest cost
* Fear and reward are proper ways to motivate
* Play one supplier off against another
Deming Company
* Quality leads to lower costs
* Most defects are caused by the system
* Buy from vendors committed to quality
* Fear leads to disaster
* Work with suppliers
 

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Contents

Quality Must Come First
19
What Is Quality?
35
Variation in Management
51
Stable Systems
67
Suppliers and Divisions
83
Cooperation Among Competitors
105
Focus and Philosophy
126
Inspection
139
Rebirth and Renewal
158
Leadership
175
Enhancing Pride and Joy in Work
199
Basic Transformation
213
Where Are We?
235
Biography
251
Copyright

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About the author (1991)

Rafael Aguayo studied with W. Edwards Deming for seven years, has worked in the financial sector for fifteen years, and is a consultant in quality and management. He lives in Brooklyn, New York.

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